3 min read
Creating the workplace of the future
Every day, more than 2,800 Deloitte talents do their absolute utmost for the future success of our clients, society and their peers. Once again, we are the #3 most attractive employer among business students according to Universum. We have also made a quantum leap in terms of attracting IT students – for the first time, we are ranked in the top ten in the IT category, at #9. This is an achievement that we are truly proud of.
“Diverse people and perspectives enable us to act more innovatively and creatively, resulting in better solutions”
The response rate for our engagement survey is an overwhelming 89 per cent, which tells us that our people are more engaged than ever and are keen to contribute to a better Deloitte by making their voices heard. And every voice matters – we are persistent, determined and ambitious on behalf of our talents. We are committed to shaping the future workplace at Deloitte – a strategic direction integrated into every aspect of the talent experience. Throughout 2018/19, different initiatives from the Talent Agenda, which includes our policy on gender equlity in the management, have created a solid foundation for us to create the workplace of the future with our talents:
Leading Performance, our performance management approach designed to provide regular, future-focused, strengthbased coaching with timely feedback on performance, is blossoming across Deloitte. With Leading Performance, we are enabling a strength-based dialogue with our people and empowering an even stronger client focus.
The Work Agility and Happy Parents programmes support our people in creating a better work-life balance when operating in a high-performance environment, irrespective of their circumstances in life. We continue to be dedicated to this agenda and are focused on adjusting our approach when needed, with the ambition to be the preferred employer for both male and female talents whose priorities may shift in the course of their career. Our progress on women in leadership positions is evident at partner level and among senior managers and directors.
At board level, we had a female member, Sharon Thorne, up until 24 May 2019, who accepted the role as global chair and therefore had to step out of the board. Her replacement, Michel Denayer, is the chair of the board in the North and South Europe firm. Because of this, the gender balance in the board was not upheld at the end of the financial year, and we have thus set a target of having at least 25 % of each gender represented in the board at the latest by the end of financial year 2019/20.
Respect and inclusion
Our overall ambition is to create an equal playing field in every aspect of the Deloitte employment journey. Not only the gender balance, but also inclusive leadership, diversity of thought and awareness of unconscious bias count in every aspect of the Deloitte working life. With “elephant-in-theroom” sessions and integration of the global Deloitte Respect and Inclusion strategy in both training and operations, we are determined to make an impact to overcome prejudice and unconscious bias. Over the coming years, we will operate with an even more focused and systematic approach to respect and inclusion – this is a prerequisite for the Deloitte workplace of the future.
We are committed to develop and support a culture of inclusion that empowers all of our employees to achieve their best at both a personal and professional level. This includes accelerating gender representation across the Deloitte network.